Competency based Performance

Management System
Submitted to: DR. JAGAN MOHAN REDDY

Submitted by: Ajiya(007) | Tanushree(038)| Anujith(019)

|Rahul Reddy(118)
1. INTRODUCTION ................................................................................................................................... 4
1.1 What is the “Competency-Based Employee Performance Management System”? .................... 4
1.2 What is the “SEEDSS” approach? .................................................................................................. 4
1.3 COMPONENTS OF PMS: ................................................................................................................ 4
1.4 WHY COMPETENCY BASED PMS? ................................................................................................. 5
1.5 SCOPE OF PMS: ............................................................................................................................. 5
1.6 CURRENT SCENARIO OF COMPETENCIES: ..................................................................................... 5
1.7 COMPETENCIES ASSESSMENT STAGES: ........................................................................................ 6
1.8 COMPETENCIES BRIDGE THE GAP ................................................................................................. 7
2. WHY DO THEY EMPLOY COMPETENCY BASED PMS?.......................................................................... 7
2.1 THE ADVANTAGES OF COMPETENCY BASED PERFORMANCE MANAGEMENT SYSTEM ............ 11
 SUPERCHARGE YOUR TRAINING PROGRAMMES .................................................................. 11
 RECOGNISE YOUR EMPLOYEES’ STRENGTHS ........................................................................ 12
 CLARIFY WHAT YOU WANT FROM THE ROLE ....................................................................... 12
 CLEAR PICTURE OF YOUR WORKFORCE’S ABILITIES ............................................................. 12
 CRUNCH THE NUMBERS........................................................................................................ 13
3. The Performance Management Cycle .............................................................................................. 13
3.1. PLANNING FOR PERFORMANCE................................................................................................. 15
3.2. REVIEW: PROVIDING ONGOING FEEDBACK ............................................................................... 15
3.2.1. Keys to providing effective performance feedback include: .............................................. 16
3.3. EVALUATING PERFORMANCE .................................................................................................... 17
3.3.1. COMPETENCY BASED PERFORMANCE EVALUATION METHODS ........................................ 17
 ORGANIZATIONAL COMPETENCIES METHOD ................................................................... 18
 JOB COMPETENCIES METHOD .......................................................................................... 18
 PERSONAL COMPETENCIES METHOD ............................................................................... 18
4. BENEFITS OF A COMPETENCY-BASED SYSTEM FOR EMPLOYERS ..................................................... 19
5. BENEFITS OF A COMPETENCY-BASED SYSTEM FOR EMPLOYEES...................................................... 19
6. APPLICATIONS ................................................................................................................................... 20
6.1. HEALTH CARE (MEHTA HOSPITALS REAL TIME DATA) ............................................................... 20
6.1.1 ROOT CAUSE ANALYSIS ........................................................................................................ 20
6.1.2. 5 WHYs Analysis .................................................................................................................. 21
6.1.3. Competency Mapping (HR Analytics) ................................................................................. 24
6.2. SIBM HYDERABAD ...................................................................................................................... 26
6.2.1. COMPETENCY BASED PMS STEPS: ...................................................................................... 26
Prerequisite competencies for MBA graduates ........................................................................ 26
 Collected the ratings (from Students [Peers], HOD, Other Staffs) 360 degree for our own
group ......................................................................................................................................... 27
Competency development........................................................................................................ 28
Suggestions: .............................................................................................................................. 28
6.3. Cirque Du Soleil’s Competency based PMS ............................................................................... 29
6.3.1 What is Cirque Du Soleil’s approach to global staffing and how does this reflect its cultural
values? .......................................................................................................................................... 29
7. References: ....................................................................................................................................... 31
1. INTRODUCTION

1.1 What is the “Competency-Based Employee Performance

Management System”?
The Competency-Based Employee Performance Management System is the
intentional and systematic approach of applying our Competencies to help us with
screening employees, performance evaluations, aligning professional development
and more. We apply this through an approach we call “SEEDSS”.

1.2 What is the “SEEDSS” approach?

 S stands for Select - Selection of employees
 E stands for Expect - setting Expectations
 E stands for Evaluate - performance Evaluation
 D stands for Develop - professional Development
 S stands for Strategize - aligned Strategic planning
 S stands for Student Success - supports Student Success (NEW)

1.3 COMPONENTS OF PMS:

1.4 WHY COMPETENCY BASED PMS?

1.5 SCOPE OF PMS:

COMPETENCY POTENTIAL
STRATEGIC HR
BASED PMS APPRAISAL

1.6 CURRENT SCENARIO OF COMPETENCIES:

1.7 COMPETENCIES ASSESSMENT STAGES:
1.8 COMPETENCIES BRIDGE THE GAP

2. WHY DO THEY EMPLOY COMPETENCY BASED PMS?

With a competency-based performance management system in place, you can better

 motivate staff,
 align training with company goals,
 clearly define roles and the skills needed to perform each job well,
 optimize the hiring process.
 Determine Goals

communication

Define Job types

Identify Skill Gaps

Coaching and Development

Monitor,Document and Give Assessments

Revise and Recognize

1. Determine Goals
When it comes to performance management, determining goals should be
step one. Having set goals at all levels allows everyone involved to have
something to strive toward, measure and be accountable for.
2. Communication
One of the most important elements of a performance management plan is
communication. By clearly communicating what your plan is, what your goals
are and why, you can get employees on board and motivated to participate.

Why? Make sure the purpose is communicated clearly, and often. If employees
don’t see the point, they may not do their best to progress toward your goals

What and When? It’s also important to set clear expectations. If you’re
planning on setting deadlines for individuals or teams to complete training or to
 give feedback, let staff know that you’re expecting them to complete the activity
at that time and it’s not just a suggestion.

How? Give staff clear steps toward any goals you have set. With a step-by-
step guide, the process will be as effortless and possible.
One great benefit of performance management is that the feedback gives HR
better clarity when recruiting, which saves time and resources. This is why it’s
so important to clearly define each job.

3. Define job types

Great employees want to excel in their positions–and understand what is
needed to move up. Make it easier for them by outlining what skills are
needed to perform to the best of their ability. By understanding job
responsibilities and expectations, employees can be more confident in their
position, as well as their future, within the company.

In addition to your current employees, it’s also important to plan for the
subsequent workforce. With your organization’s core competencies in mind,
define what job types you would like to hire for in the future. Complete the
communication loop by speaking with HR about these decisions. This will help
you hire the most competent people to fulfil needs within your company.

4. Identify Skill Gaps

Once you agree upon and outline the skills needed for each job type, you can
better understand where skill gaps exist. Whether it’s through surveys,
interviews, performance reviews, or coaching sessions, learning what your
employees need to know in order to perform well in their position is
invaluable.

Additionally, by identifying skill gaps you can begin to see a clearer picture of
where there may be job-type holes in your workforce. There may be job types
 that you’ve never hired for previously that would be the perfect addition to
your team.

5. Coaching and Development

After you’re able to identify your skill gaps, the next step is to nurture staff and
bring them up-to-speed. Whether it’s by way of company-wide training days or
simply management-to-team member weekly one-on-ones, the best way to
encourage continued learning is by setting up a coaching development
program.
With a coaching and development plan, your organization can accomplish
multiple goals: bridging skill gaps, vetting employees for future positions and
putting them on track for a planned career trajectory.

6. Monitor, Document and Give Assessments

Three key elements of all successful evaluation programs are monitoring,
documenting and assessments.

 Monitoring continued learning activities, enables you to understand where

to make changes,

 Diligent documentation will make it easier to make data-backed decisions

moving forward, and

 Assessments allow you and others to better understand what is working

and what needs to be changed.

7. Revise and Recognize

With feedback from management and staff, it’s important to regularly revise
your performance management plan. Be sure to:
 Tie all activities back to reaching company goals and company core
competencies,
 Listen to management and staff feedback and make changes to the plan
accordingly,
  Motivate staff by putting an emphasis on career trajectory,
 Give recognition and reward your workforce.

8. (BONUS) Stay Organized with Performance Management Software

The most comprehensive performance management plan in the world won’t be
effective if everyone involved doesn’t have adequate access, can’t easily give
feedback, and data can’t be collected and viewed by leadership. In order to
keep everything organized across the organization, performance management
software is a must.

While creating a competency-based performance management plan can

sometimes feel like a balancing act, performance management software can
help keep you organized and on track to meet your goals. Not only does
performance management software help to identify, analyse and manage skills
gaps within your workforce, it provides an overview of progress, an opportunity
to compare continued learning techniques and the ability for leadership to
analyse a large amount of data in a comprehensive way.

2.1 THE ADVANTAGES OF COMPETENCY BASED PERFORMANCE

MANAGEMENT SYSTEM

 SUPERCHARGE YOUR TRAINING PROGRAMMES

This is the obvious one. By measuring competencies properly, you’ll be in the
perfect position to pinpoint areas for improvement. At a glance, you can see exactly
where an individual’s strengths and weaknesses lie, so that you can target all of
their development efforts in the areas they need to improve on. And this doesn’t
only work on an individual level! When looking over your workforce as a whole, you
might notice that particular competencies are generally sub-standard on the whole.
This will highlight the issues your company-wide training programmes need to
address, and will make them much more effective!
 RECOGNISE YOUR EMPLOYEES’ STRENGTHS
Tracking competencies isn’t just about working out what’s going wrong. It’s also a
perfect opportunity to unearth the real diamonds amongst your organization, and
to give them a well-deserved pat on the back for the things they’re doing well! So
when they see that you consider their communication skills to be top-notch, they’ll
be absolutely pumped up! It will probably even encourage them to work extra hard
on improving their underwhelming decision making skills, so that they can earn
recognition across the board!

 CLARIFY WHAT YOU WANT FROM THE ROLE

Before you can track competencies, you need to decide what they are. You’ll be
forced to think carefully about every job role to work out exactly which skills and
behaviours it requires. But all of this hard work pays off, because it helps you to
make clear exactly what is expected of the role. Every employee will be able to see
what their role is expected to consist of, so they can make sure that they’re on the
right track. You can also state the competencies you’re looking for when you post
job advertisements, so that only the right people apply. You can even focus the
interview process around finding people with the perfect set of competencies and
behaviours, ensuring that you only let the perfect person through the door!

 CLEAR PICTURE OF YOUR WORKFORCE’S ABILITIES

There are also other benefits to having a good understanding of exactly where
every one of your employee’s strengths and weaknesses lie. For example, it can
really help to boost internal mobility within your organization. Say, for example, that
you have a new project or position which you need someone to take on. You could
start the long process of hiring someone, but it might be that the perfect person is
already under your nose! Simply look within your own staff for people who possess
the perfect set of competencies for the role, and you might be able to move them
across without any trouble.
 CRUNCH THE NUMBERS
This is much easier to do with an online performance management system, but
once you start seriously tracking competencies you’ll have a new wealth of data to
delve into! You’ll be able to compare your highest performers with their competency
scores, to see which competencies generally bring the most gain. Then you can
focus on developing them across your workforce, and hiring in people who already
possess them. It’s also the perfect way to check that your idea of necessary
competencies actually stacks up with reality. You might find that the competencies
you’ve mapped out as being required for a role actually have no bearing on
performance. Spotting this will give you the chance to re-think things and find
competencies which will actually be useful.

3. The Performance Management Cycle

A Performance Management System is designed to assist management and

employees’ alike in communicating performance goals, sharing performance
information on a regular basis, fostering learning and development, and exploring
career opportunities. Performance management is a cycle of managing employee
performance for success where goals are created, competencies are incorporated,
and constructive feedback is provided for continuous improvement.

All organizations face the challenge of directing the energies of their employees to the
task of achieving organizational goals and objectives. In doing so, organizations need
to devise means to influence and channel the behaviors of their employees so as to
optimize their contributions. It’s about time we rethink our own way of managing
employee performance. If you wish to continue doing annual performance appraisals,
know that it is not enough to promote and sustain high performance. Performance
management constitutes one of the major management tools employed in this
process. This is based on the premise that an individual’s performance in a job is
improved by having definite goals, feedback about their performance, and is
complemented by an appropriate recognition and reward system.

Integrating competencies within the performance management process provides

feedback to employees not only on “what” they have accomplished (i.e., performance
goals), but also on “how” the work was performed, using competencies as a basis for
providing feedback. Assessing competencies as a part of the performance process is
an important means of assisting employees in understanding performance
expectations and enhancing their competency proficiency.

Most performance management processes include the following three stages:

 Planning: where goals are set for teams or individual employees.

 Review: where the manager monitors performance and provides ongoing
feedback to ensure that the individual or group is on track, and to adjust plans
as required.
 Evaluation: where assessment is made of how well the individual or group has
done relative to the goals and to plan for development. These elements of
performance management form a cycle of ongoing planning, monitoring and
evaluation. The following diagram shows the types of questions an organization
would ask at each stage.
3.1. PLANNING FOR PERFORMANCE
The planning stage offers an opportunity for one-on-one objective-setting discussions
between the manager and employee based on work objectives aligned with
organizational goals. In addition to establishing a clear link between organizational
goals and individual action plans, this fosters ongoing, open communication
concerning expectations and employee needs.

Setting goals, the SMART way means writing them so that they are:

 Specific: Specific objectives are clear to both employee and manager. Clarity
has been achieved when both share the same understanding of what is to be
achieved and what standards will be used to evaluate performance.
 Measurable: Objectives and standards must be able to be objectively observed
and measured.
 Achievable: Objectives are attainable and still provide a stimulating challenge
to the employee.
 Realistic: Objectives are within the realm of control (both in terms of authority
and resources) of the employee to perform and the manager to observe.
 Time Bound: Objectives with a deadline are much more likely to be
accomplished than objectives without a clearly defined timeline.
 Relevancy: The objective is relevant to the job in question. An objective can be
SMART without necessarily addressing the contribution that a job should or
could bring to the business.
 Acceptance: The objective needs to be acceptable to the manager and,
especially, to the employee. In determining if an objective is acceptable, the
manager needs to evaluate how a

particular objective will assist him/her in reaching team goals, how the objective will
affect the manager’s performance, and how it will impact with the employee’s
confidence and/ or perceptions.

3.2. REVIEW: PROVIDING ONGOING FEEDBACK

Performance management is a dynamic process. Progress on objectives must be
monitored formally at specific times of the year and informally with continual
appropriate feedback and discussion throughout the year. When providing ongoing
feedback, the manager reviews employee strengths and weaknesses and provides
feedback and coaching on ways to improve performance. The manager and employee
review objectives and modify them as necessary. Both managers and employees need
to keep track of objectives and verify whether expectations are being met. Two way
communication ensures that there are no surprises at the formal evaluation stage and
contributes to making performance management a positive and enriching experience.

3.2.1. Keys to providing effective performance feedback include:

 Immediate and ongoing feedback: Employees receive timely recognition for

work done well. Also, identified problems are corrected as soon as possible and
improvements are made quickly. Remember, the aim is to improve
performance. Effective feedback occurs on a continual basis to ensure that the
lines of communication between the manager and employee are always open.
Above and beyond the formal review and the final evaluation meeting, the
manager regularly gives performance information, especially to new employees
or poor performers.
 Positive and constructive feedback: Praise is given for significant
accomplishments and work well done. Constructive feedback is provided when
performance is less than expected by suggesting ways the employee can
improve performance. This feedback is delivered in a timely, direct and non-
judgmental way.
 Specific feedback: Employees receive specific information about how they are
or are not meeting expectations. This means that specific behaviors are
identified to provide context and examples. The feedback pinpoints targeted
strengths and areas for improvement so that the employee knows exactly what
to do to enhance performance. Often, the very fact that a manager is spending
time with employees to discuss their work is encouraging in itself. People
generally like to know how they are doing and that their work is being observed
by their manager. Most will also be motivated by a sense of autonomy that
comes when they feel responsible for achieving a result rather than simply
carrying out a task. In addition, a manager can build trust by honoring
commitments and demonstrating dedication to objectives; trust can go a long
 way in bolstering the reputation of the performance management process as a
real and effective HR tool.

3.3. EVALUATING PERFORMANCE

At the end of the review cycle, the employee and the manager meet to discuss the
results achieved by the employee during the performance cycle. While it is clearly the
manager’s responsibility to conduct the final review, the most effective and meaningful
process is a collaborative effort.

Employees prepare by reviewing their own accomplishments, noting in particular

where they believe they exceeded performance expectations and where they may
have encountered challenges or shortfalls in performance. They are ready to discuss
these challenges and explore how these can be corrected, either through change to
the environment or through self-improvement in the next performance development
cycle. The more the employees participate in goal-setting and the performance review
process, the more they can be satisfied with the process—believing it is fair—and be
motivated to improve. If progress review meetings have been conducted periodically
throughout the year, there should be no surprises for either employee or manager.
Remember, however, that the evaluation meeting can still be emotionally charged for
both employee and manager.

Employees who feel comfortable and are encouraged to share their appreciation of
achievements over the year are more committed to and engaged in the process of
performance evaluation and development. Helpful discussions between employer and
employee include ways in which work effort can be assisted by changes in work
procedures; introduction of new methods, models, programs or responsibilities; or
even a change in the management style of the manager.

Discussions like these assist managers to better understand how they can help their
employees do a better job.

3.3.1. COMPETENCY BASED PERFORMANCE EVALUATION METHODS

Successful organizations may recruit, hire and retain good talent. Once the talent is
on board, effective performance management processes must be in place to provide
employees feedback on their performances and to ensure they are receiving the tools
and support to be high achievers.
Some performance evaluation methods provide feedback based on defined
competencies and goals. These methods can include the use of organizational, job
and personal competencies.

 ORGANIZATIONAL COMPETENCIES METHOD

Some organizations have core competencies -- skills possessed internally that

make the organization competitive -- necessary to provide their products and
services to the customer. Companies may develop these competencies based
on benefit to the customer and the financial state of the organization. Some
examples are communication skills, leadership, critical thinking and creativity.
These competencies may be included in a performance evaluation process.

 JOB COMPETENCIES METHOD

Job competencies contain the necessary knowledge, skills and abilities to

accomplish organizational goals. Knowledge is what the employee knows
about the job function through previous experience or education. Skills are
required to perform the job function. Abilities are defined as what is necessary
to perform the job. Some companies design their evaluation based on these
three areas -- knowledge, skills and abilities -- referred to as KSAs.

 PERSONAL COMPETENCIES METHOD

Personal competencies are what we are born with. We may have a talent for
playing the piano but never work as musicians. Some people recognize what
they enjoy and are good at doing. They seek out work that pertains to those
competencies. Some examples of personal competencies are creativity, good
judgment and being numbers oriented or a good public speaker. Companies
may use assessment tools to determine personal competencies.

Taking into consideration all the competencies, companies use the competency
performance evaluation methods to determine what is going well with
performance, identifying the performance gaps and determining which
employee development plans should be implemented. Job descriptions based
on one or all three competency areas, clearly defined goals and expectations
serve as a basis for continuous improvement and growth. The advantage in
 using competency-based performance evaluations is that they consider all the
major competencies required for company growth and success.

4. BENEFITS OF A COMPETENCY-BASED SYSTEM FOR

EMPLOYERS
 Ensures that organization-funded training and professional development
activities are cost-effective, goal-oriented and productive
 Enables employees to achieve a high level of competence in an efficient
manner
 Records the employee’s acquisition of the skills, knowledge, safety and other
procedures relating to each task
 Reduces cost overruns caused by poor performance or miscommunication of
job expectations
 Improves communication between employee and management
 Increases internal employee mobility, providing the organization with greater
ability scale and flex as needed
 Establishes a framework for constructive feedback by management at
scheduled training and performance appraisal intervals
 Clarifies job standards for performance appraisals
 Outlines employee development and promotional paths within the organization

5. BENEFITS OF A COMPETENCY-BASED SYSTEM FOR

EMPLOYEES
 Sets clear performance expectations for employees, enabling them to make
better decisions and work more effectively
 Gives employees insight into the overall strategy of their team, department, and
organization, leading to greater engagement and motivation
 Enables employees to be more proactive beyond their individual roles, by
learning additional competencies that are valued by the organization
 Provides clear direction for learning new job skills
 Offers a reference resource for day-to-day requirements
  Increases the potential for job satisfaction
 Provides a mechanism for the recognition of employees’ abilities
 Ensures that individual professional development and training milestones are
recorded and acknowledged by the organization

6. APPLICATIONS
 HEALTH CARE (MEHTA HOSPITALS REAL TIME DATA)
 SIBM HYDERABAD
 CIRQUE DU SOLIEL

6.1. HEALTH CARE (MEHTA HOSPITALS REAL TIME DATA)

SERVICE QUALITY GAP ANALYSIS

25%
30% Lack of Nursing Care
No proper follow up
Overall Process Dealy

20% No proper Scheduling

25%

6.1.1 ROOT CAUSE ANALYSIS

All the processes are mostly standardized and the targets sets are achievable still
what is the issue?
Sectors such as Health Care is highly dependent on employees as it is service
oriented. Employees are the Key Assets as they form the main source of service
delivery.

6.1.2. 5 WHYs Analysis

Name Age Gender Building Teams People Relationship Re-engineering continuous improvement proactive power Empathetic Listening Self-awareness and self-management Result orientation
Arun 27 M 2 1 2 1 1 4 2 2
Arjun 28 M 4 4 1 2 4 3 4 1
Aditya 24 M 1 1 3 4 2 2 3 2
Bhuvana 28 F 4 1 4 4 4 4 1 3
Deepiga 25 F 4 4 2 3 2 1 3 1
Devan 25 M 1 1 1 2 1 3 3 2
Gopal 27 M 1 2 1 3 2 3 2 1
Rajesh 24 M 3 2 4 1 4 2 1 2
Harsha 26 M 2 4 1 4 3 3 2 3
Kanika 26 F 2 1 3 1 3 3 1 4
Kiritika 26 F 2 4 1 2 4 1 1 4
Samantha 28 F 1 1 3 3 4 3 4 3
Avinash 24 M 3 1 4 1 1 1 4 3
Komal 25 M 3 1 2 4 1 1 3 2
Vimala 27 F 1 1 3 3 2 2 4 1
People Cluster: Team building and People Relationships

Employees
Aditya
Devan
Samantha
Vimala

Process Cluster: Reengineering, Continuous Improvement

Employees
Arjun
Devan
Gopal
Harsha
Kiritika

People Cluster: Empathetic Listening and Self Awareness and Management

Employees
Bhuvana
Kanika
Kiritika
Rajesh

Purpose Cluster: Result Orientation

Employees
Arjun
Deepiga
Gopal
Vimala

Perfection Cluster: Continuous Improvement and Proactive Power

Employees
Arun
Avinash
Devan
Komal

Nursing care (Nurses):(Emphathetic Listening, Self-Awareness and

Management, People Relationships, Proactive)
Follow up (OT Post Executives): (People Relationships, Result Orientation,
Proactive)
Process Delay (Operations Executives): (Reengineering, Continuous
Improvement, Team building, Result Orientation, Self-Management)
Scheduling (OT Co-ordinator): (Self Awareness, Continuous Improvement,
Empathetic Listening, People Relationships, Result Oriented)
Based on the Job Role competencies, we select and train people in their roles
and thereby, it contributes to personal development of employees at the same
time aligning them to achieve organization growth.
6.1.3. Competency Mapping (HR Analytics)

Using Factor Analysis, we have grouped competencies into five main factors,

 Factor 1: Self Awareness and Self-Management

 Factor 2: Result Orientation, Proactive Power, Reengineering
 Factor3: People Relationships
 Factor 4: Building Teams
 Factor 5: Continuous Improvement and Empathetic Listening

Process
Factor 2
Development
 Nursing
Factor 5
Care

Follow Up and
Factor 1&3&4
Scheduling
 Employee Competency
based PMS
Organizational
Development Growth

6.2. SIBM HYDERABAD

6.2.1. COMPETENCY BASED PMS STEPS:

Prerequisite competencies for MBA graduates

 Communication Skill
 Critical Thinking
 Creativity
 Proactive
 Confidence
Collected the ratings (from Students [Peers], HOD, Other Staffs) 360 degree for our own group
Competency development

Students Strengths Areas Of improvement

Ajiya.A Communication Creativity
Tanushree Communication Critical Thinking
Anujith.B Critical Thinking Creativity
Rahul Reddy Confidence Proactive

Suggestions:

We can work on the areas of improvement by giving them practical cases and
asking them to solve in teams can enable them to improve their creativity and
 Critical Thinking. Coaching and training is one of the best methods that can be
employed

Coaching
Training

Group
Exercises

STUDENT COMPETENCY
DEVELOPMENT

6.3. Cirque Du Soleil’s Competency based PMS

6.3.1 What is Cirque Du Soleil’s approach to global staffing and how does this
reflect its cultural values?

Cirque Du Soleil is not only a transnational company; it is also what can be described
as a blue ocean company. Cirque has created value in the area of entertainment by
offering something that has not been offered before in contrast to red ocean markets
where success can only be achieved by out- competing your rivals. This has meant
Cirque has unique predicaments, particularly around attracting and retaining the right
talent from a very small pool.

Cirque as a company has a global Integration strategy with a very strong ethos around
performance and creativity which needs to be reflected in all shows regardless of
where they are being performed.
 JOB ANALYSIS

JOB
SPECIFIC
JOB
ATION
DESCRIP
TION

FEEDBACK FROM EXISTING

EMPLOYEES (FINDING THE
LACKING COMPETENCIES)

CREATING JD BASED ON THE

NECESSARY COMPETENCIES
THAT THEY WANTED IN
FUTURE PEOPLE TO RECRUIT

CORE COMPETENCIES AS PER THEIR JD ROLES ARE

 CREATIVITY

PASSION COMMITMENT

TEAM PLAY RESPONSIBILITY

Cirque in its recruitment and for Performance management, they focus emphasis on
five major attributes: creativity, commitment, responsibility, team play and passion.

COMPETENCY STRATEGIC HR
BASED PMS (FOCUSEDHR)

7. References:
 https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administratio
n/ARMSTRONGS%20
 HANDBOOK%20OF%20HUMAN%20RESOURCE%20MANAGEMENT%20
PRACTICE/11
 %20-%20Competency-based%20HRM.pdf

 http://biblioteka-krk.ibe.edu.pl/opac_css/doc_num.php?explnum_id=929

 https://www.researchgate.net/publication/305769297_Competency_base
d_HRM

 http://www.thecompetencygroup.com/competency-services/discover-
the-benefits-of-a
 competency-based-approach/

 http://iosrjournals.org/iosr-jbm/papers/Vol16-issue9/Version-
3/D016932023.pdf